Draft Report of the Expert Group on International STI Cooperation to ...

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A strategic approach to internationalization and international cooperation should increase coherence, define actions big enough to make a difference and have clear impacts at EU level and beyond. They should direct EU resources towards initiatives that Member States cannot initiate or effectively conduct alone. The European Commission and its resources, such as <strong>the</strong> Framework Programme (FP), occupy a unique position, which should be used to shape cooperation with o<strong>the</strong>r parts <strong>of</strong> <strong>the</strong> world, using Horizon 2020 as its instrument. The EU should take on a more ambitious global role in STI and become a stronger and more coherent international actor. A clear EU strategy will benefit European Member States, citizens and companies and help <strong>the</strong> EU to more effectively tackle global challenges. Perhaps most importantly, an effective strategy must combine 3 levels <strong>of</strong> measures, namely initiatives for international cooperation that target strategically relevant areas or actors, measures aimed at promoting <strong>the</strong> general opening <strong>of</strong> European projects and programmes to international participation – for example through mobility-promoting activities – and streng<strong>the</strong>ning conducive framework and regulatory measures in order to reduce transaction costs for international cooperation. An effective strategy, crucially, also requires a more effective coordination <strong>of</strong> measures across relevant Directorate-Generals within <strong>the</strong> Commission and between <strong>the</strong> Commission, Member States and stakeholders. The strategy should focus on global challenges and <strong>the</strong>matic priorities Thematic priorities can be defined bottom up by research and innovation performers or top down with <strong>the</strong> aim <strong>of</strong> addressing politically defined objectives. In reality, priority-setting is typically a mix <strong>of</strong> both and a key message from <strong>the</strong> EG is <strong>the</strong> need to allow for both bottom up and top down. A strategic focus should be developed through a structured top-down process, but without stifling interesting bottom up initiatives, in order to set priorities that are legitimate and effective in allocating resources to clear goals. A successful process should involve <strong>the</strong> research and innovation community and o<strong>the</strong>r stakeholders. Thematic and geographic priority setting for <strong>the</strong> international collaboration strategy should be based on an assessment <strong>of</strong> where • cooperation can increase <strong>the</strong> world’s ability to tackle global challenges • complementary scientific and innovative strengths lie outside <strong>the</strong> EU • <strong>the</strong>re are important gaps in European competences • cooperation can increase access to global markets and infrastructures Priorities for international cooperation should focus on actions that can ga<strong>the</strong>r large enough resources and funding to attract interest from industry and high-capacity scientific groups. Global challenges should <strong>the</strong>refore guide priorities in building large-scale, effective, multilateral cooperation platforms. The EU should build on lessons from actions such as <strong>the</strong> European and Developing Countries Clinical Trials Partnership (between 14 MS, Switzerland and Norway and Sub-Saharan countries), and <strong>the</strong> Human Frontier Science Programme (EU in cooperation with 13 countries around <strong>the</strong> world). The EU could use existing co-operations such as G8 or G20 to enable this. 10
Research and innovation infrastructure is an important building block for international cooperation. The EU should give priority to ensuring mutual access, mutual benefits and c<strong>of</strong>unding for research and innovation infrastructure needed to tackle global challenges. The strategy should also recognize <strong>the</strong> importance <strong>of</strong> European research infrastructures for European attractiveness in order to bring talent and investment to Europe. The needed strategy should be based on <strong>the</strong>matic foci or global challenges, it should tackle different parts <strong>of</strong> <strong>the</strong> world in different ways, and be selective about Europe’s choice <strong>of</strong> preferred partners. Addressing industry and innovation Firms go international to access markets that may be faster growing or more dynamic than mature European ones, search for skilled labour, participate in increasingly international value chains, de-locate production, source knowledge and access raw materials, to name a few reasons. These drivers generate sector- and firm-specific patterns <strong>of</strong> international cooperation. In many cases, internationalising firms are moving beyond being ‘multinational’ in <strong>the</strong> sense <strong>of</strong> retaining strong ties to a ‘home’ country and becoming more ‘transnational’ with production, R&D and ownership spread across multiple countries. For many multinational companies it is necessary to have both research and production outside Europe in order to keep and expand activities in Europe. In many cases research activities outside Europe can also be directly used in Europe. A strategic approach to international cooperation that includes a focus on industry and innovation needs to balance two aims: streng<strong>the</strong>ning international R&D cooperation; and promoting framework conditions that underpin a global ‘level playing-field’ in innovation. Streng<strong>the</strong>ning R&D cooperation involves ensuring that Europe is attractive as a region for lead markets, pilots and demonstration, infrastructure for testing and technology verification, and that Europe take a lead in technology platforms and standardisation through cooperation with stakeholders, all with a view to reduce uncertainty for industrial innovation. These aims in turn require that Europe stimulates mobility <strong>of</strong> researchers and students and access to talent and research. Ensuring a level playing field means that • The EU should lead projects aiming to set global standards and norms. This represents an opportunity to take <strong>the</strong> initiative and have a decisive influence on market opportunities • The EU should lead key projects addressing some <strong>of</strong> <strong>the</strong> grand challenges, where a global effort is beneficial for everyone. This is especially useful in ‘horizontal’ issues where IPR is not a major concern • More broadly, EU international projects should have clear and transparent IPR and exploitation rights. The EU should work towards more harmonised international rules and practices in relation to IPR • The EU should ensure coherence with traditional trade and industry policy aspects such as reduction <strong>of</strong> trade barriers and encouraging entry under fair conditions 11
Page 1 and 2: International Cooperation in Scienc
Page 3 and 4: EUROPEAN COMMISSION International C
Page 5 and 6: Table of contents
Page 7 and 8: Composition of <st
Page 9 and 10: List of abbreviati
Page 11: Executive summary Changes in <stron
Page 15 and 16: allow strategic partnerships with a
Page 17 and 18: 5. Variable geometry should be expl
Page 19 and 20: ERA was discussed as part o
Page 21 and 22: • Enable EU and MS to tackle glob
Page 23 and 24: innovation policy needs to anticipa
Page 25 and 26: • Developing economies with stron
Page 27 and 28: • The general opening principle a
Page 29 and 30: third countries, while the<
Page 31 and 32: and Member States of</stron
Page 33 and 34: intrinsic objectives of</st
Page 35 and 36: Fig. 2: Measures and instruments fo
Page 37 and 38: and lead to a significantly more at
Page 39 and 40: Fig. 4 Long and medium term priorit
Page 41 and 42: in nature, and in general occur bet
Page 43 and 44: egulations and values that make up
Page 45 and 46: Towards a strategic approach A stra
Page 47 and 48: Exploit variable geometry Objective
Page 49 and 50: third countries, typically with <st
Page 51 and 52: c) with a strong jointly accessible
Page 53 and 54: e) funded by the E
Page 55 and 56: The need for an evidence- and analy
Page 57 and 58: 1) Understanding the</stron
Page 59 and 60: Scientific collaboration: (priority
Page 61 and 62: • International acquisition <stro
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• a collaboration of</str
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• Information on national priorit
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Conclusions and key policy recommen
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educational level of</stron
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Kaiser L., Ganea P., Gibson J., and
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Annex 1: Mandate of</strong
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Consideration should include: - def
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Annex 2: Dimensions of</str
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Annex 3: Trends, Drivers and Impact
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however, is not so far justified by
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companies from different countries
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competitors are located in
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This engineering pattern is, howeve
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Researcher mobility schemes operati
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SME are usually constricted due to
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